Three Keys To Finding Success

What do Peter Drucker, Jack and Suzy Welch and my college friend have in common when it comes to defining the keys to success? Read on to see how three very different perspectives and values can all be used to define the keys to success.

Peter Drucker said nothing is as worthless as doing well something that doesn't need to be done at all.

Jack and Suzy Welch, in their weekly “The Welchway” column in Business Week advised a questioner – a self described introvert - to release his inner extrovert if he wanted greater success in a large organization.

A college friend of mine was absolutely committed to being a salesman – even though his relational skills were close to non existent, and his overpowering obligation to tell all the truth all the time and at great length cost him all kinds of possibilities. He's had many, many sales jobs that just didn't work out.

What do the Peter Drucker statement, the Jack and Suzy Welch advice, and my college friends failures have in common? They deal with three key elements required to achieve success:

1 - Success is found where the work being done is perceived to be of high value.
2 - Success is found where success can be defined
3 - Success is found where strengths in behaviors, motivators and personal skills match work requirements - where doing what you are good at matches what needs to be done and how it is to be done.

1 - Establishing High Value

Drucker was right. If what is being done well is seen as not having value, then regardless how well it's done, it doesn't matter.. How often do we hear people complain that they are not appreciated for what they do? This happens most often in organizations where goals are not clearly stated.- where the importance of work is not made clear. But the burden of establishing the value of the work being done is the burden of the person doing the work. Why? Because they are the person most affected by the perception of the value of their work. It's in their self interest to advertise and promote what they're doing as worthy and valuable to the enterprise. Each person should be able, in thirty seconds, to explain what they do and its value to their organization. Not being prepared to do that creates the perception of low value. Its like the three bricklayers working on a new school. The first, when asked what he does said “ I lay brick.” The second said “I'm helping build a school.” The third said “I am am contributing to the building of a place where children in our community will learn – a learning place.” Same job, same outcome - three very different pictures of value added.

2 - Defining Success

A good friend was in a new position promoting a new enterprise that was going to open its doors in about a year. Her job was to promote and develop interest and commitment in this new enterprise in its target market. She did an excellent job of promotion – she was convinced of the rightness of her approach. At the same time, she was working independent of any direct supervision. She was advised to develop a monthly or weekly report to communicate her activities and accomplishments. She thought that was too much like self promotion, and, besides, she didn't like doing that kind of work. So her bosses really had only sporadic anecdotal information on which to judge her effectiveness. Had she put together a routine of reporting, created a vision of what she was doing and defined success for her bosses, she would have been seen as highly effective and successful – because she was. But no one was in a position to evaluate her success – and her relationships suffered. The work she was doing was important and of high value – but she didn't allow for it to be seen by others.

3 - Doing What You Are Good At Where It Will Be Valued

Many an A player in one situation ends up not succeeding in another. The cause?
Making the assumption that what worked at one place will work at another and not making sure motivators, values, behaviors and personal skills match the requirements of the new enterprise. It's amazing how often that happens – from both an individual and an organizational standpoint.

Three examples:

1 - The salesperson in a transactional sales job who prides himself on his relationship skills. The organization measures success on the number of prospects contacted and sold - one contact, one sale is the ideal. The salesman sees his success in the quality of his sales. His value and his behavior are at variance with the expectations of his company. Chances of his being successful in that environment without adapting – very low.

2 - A manager whose experiences and values have resulted in her being very successful as a planner and preparer. . She now works in a mid size company where speed to market is an absolute value. She insists that everything be planned and prepared so that there will be 100% success at implementation. Chances of success in that environment without adapting – very low.

3 - A manager whose motivators and values are to support tradition and process now works in an organization that prides itself on its seat of the pants, ready – fire – aim approach Chances for success in that environment without adapting – very low.

The thread that runs through all the keys is the requirement for the individual, not the organization, to take the lead to see that all three keys are met. They need to define the value of what they do to the organization. They need to define success as the basis for discussion and understanding. They need to do what they are good at, and determine what new skills are needed to adapt and be successful in different environments.

Take a measure of where you are today in relation to these three keys. Then take the actions that come from your analysis to ensure greater success – however you define success.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Be Among The Few Who Look

In a time when the very air around us seems to be filled with negative news, opinions and bias, it's tempting to look for the familiar and the comfortable as a protection against all the bad stuff. And the result is to miss so many things.

This is the time to look up and find hope and inspiration and positive things - contrary to conventional wisdom, they do exist.

Here is a quote from a special source - "The Universe@tut.com" dated 4.3.09 - "These are the times when hopes are dashed and chaos abounds, that golden opportunities, prized ideas, and new friends emerge into view of all, but are only seen by the few who look."

Have a great day and be among the few that keep looking.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Create Focus - Use SMART Goals To Fence Yourself In

We create focus when we fence ourselves in. And the best tool for building those fences are SMART goals - Specific, Measurable, Attainable, Relevant and Realistic and Time specific. How often have you had ten different things you could be doing – each one with value, each one requiring time and concentration, and the result is you find yourself thinking about what else you could be doing rather than focusing on what you are doing? And you're tempted to put down what you're doing and rush into what you feel – at this moment – is a more important thing.

Creating fences with SMART goals results in working on the few really important things – without having to constantly argue with yourself about what you should be or could be doing.

Most people don't connect fences with freedom, but fences create the freedom to be effective – they eliminate the focus killers of too many alternatives – too many distractions – too many interests – too many possibilities.

I have a good friend who has a very high Theoretical motivator. That means he places a high value on the acquisition of knowledge and information. He's an expert in his field – and in a lot of other fields as well. The problem he has is that he just keeps acquiring information and knowledge – as if they are an end in themselves.. He's been criticized for that behavior. He's learned that his motivator is a valuable one to have, but it can become a weakness when carried too far. He guards against that by defining goals at the start of every project – SMART goals – so that he keeps himself within boundaries and focuses on accomplishment.

SMART goals create fences on a group and team level as well. A client had a real problem with meetings that lasted for hours and resulted in very little being accomplished. The organization was full of smart, energetic people who brought a lot of ideas, suggestions, concerns and dialogue to every meeting. Few meetings stayed on course. A lot of valuable time was spent without much to show for it.

The solution?

1 - Set a SMART goal for every meeting - communicate it before the meeting so people could prepare – place the goal statement in a prominent place at the meeting so it could be referred to – a valuable way to bring the subject back on track.
2 – Meetings must have time limits and agendas.
3 - The person accountable for hosting the meeting is accountable for seeing that the structure for the meeting is in place.

Setting up the fences was the easy part – getting the participants to stay in them was a challenge. But the result was worth it. The number of meetings went down, the effectiveness of meetings went up. Time had a higher value, and more people got home for dinner and time with their families.

Creating focus through SMART goals – and setting up fences to keep focus works best with active, optimistic, curious, energetic people, teams and organizations. The kind of high energy, opportunistic people, teams and organizations that have tremendous potential for accomplishment, but need to guard against too much energy and commitment not being focused on the important few things.

If that describes you personally, or if it describes your team or organization, apply SMART goals to leverage resources and gain competitive advantage. It's worth the time and effort to set the goals and focus all that capacity for accomplishment. It's the difference between being busy and being effective.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Nine Attributes Of Problem Solvers

Problem solvers are hard to find. In a market where scarcity commands top pay and recognition, problem solvers are in very high demand. Problem solvers share a number of attributes. Nine of them are listed later in this article.

Problem identifiers, while valuable, are much easier to find. And not nearly as valuable or effective.

To illustrate my point:

I was engaged with a team of top managers on identifying the critical problems that needed to be addressed to pull their business out of a slump. The first step in the process was to define the problems - in concrete specific terms. The team was active, aggressive, focused and came up with quite a list of problems.

The next step was to prioritize the problems. The top 5 priorities were agreed to quickly - the remainder took quite some time.

But as soon as they were tasked with coming up with solutions, the dynamic changed. The team members were reluctant to deal with the solutions part of the process. It wasn't a question of ability - these were highly experienced, knowledgeable people who knew their business - that was evident in the problem identification phase. What they as a group were unwilling to do was to offer solutions. Solutions meant ownership. And ownership meant engagement and accountability. And, as a group, they simply weren't willing to do that.

There was not a single person in that team that stepped forward to take leadership and be the problem solver - and it was a group of eight senior managers.

That happens a lot. Ask anyone in any organization to tell you what's wrong, what can be improved, and they can go on for hours. Then ask them for solutions and many of the same people who were so good at problem identification start looking for an escape from the conversation.

One of my first bosses had a cure for that behavior. He told me to never come to him with a problem without bringing a solution - or at least the basis for one. It's a good behavior to adopt and to stress to others. It really cut down on the amount of time my boss spent listening to issues without answers.

Problem identification is a good thing - but there is a very fine line between problem identification and complaining. I recall a TV ad where the CEO and his staff were celebrating the acquisition of a company. Everyone was in high spirits And then the IT person broke into the conversation. He said he would be faced with a whole new set of IT challenges - more server farms, more software requirements, more possible security problems, more data configuration issues, more system requirements. The rest of the group stopped celebrating - the CEO looked at the IT person - and said - "Is that a good thing, or is that a bad thing?"

The moral - Don't bring buzzkill to a celebration. The IT head knew what he was talking about, but expressing concern at that point was both inappropriate and prematurely negative. And it identified him as a negative person - perhaps unfairly, but that's what happens when problems are thrown on the table without solutions.

Here are key attributes of problem solvers - attributes that help them multiply their personal success by making key contributions to their organization's success. And doing it without being the buzzkill of the organization.

1 - They have the ability to define a problem in terms of its impact on the enterprise, and then to communicate that impact to the organization.

2 - They have the ability to prioritize and see the big picture. Some problems may be pressing, but in the context of resources, jeopardies and opportunities, they may have to take a back seat for some period of time.

3 - They have the ability to predict problems and prepare to respond to them, and the emotional maturity to wait to respond to them until they actually become an issue to the enterprise.

4 - They have a strong sense of urgency about dealing with issues, coupled with the belief that very few issues disappear or get better with age. They believe that success likes speed - controlled speed.

5 - They have the ability to maintain a high profile for the issue and be its advocate until it is successfully dealt with. Too often attention drains away after initial actions - before the issue is successfully dealt with.

6 - They are comfortable with a ready, fire, aim mindset. Very few problems are solved without modification of the initial solution. Most need action, then measurement, then amendment, then another cycle of action, measurement and modification.

7 - They possess strong collaborative skills. Very few high level problems respond well to the efforts of just one person, one department, one function. Cross functional efforts are critical - and the problem solver has to be doing the leading.

8 - They are willing to take risk. Not all problems end up being solved or fixed to the satisfaction of all involved. There is always the possibility that criticism and resistance may be the undoing of the solution - and the people associated with it.

9 - They know when to hold, and when to fold. At some point in every problem solving process, certain things just don't work as anticipated. Knowing when persistence is becoming a failure behavior - a "pushing on the rope" behavior, and having the courage and communication skills to change course, is a critical attribute.

Take a look at your own attributes, beliefs, skills and motivators. See where action can be taken to strengthen your own problem solving abilities. It's worth the effort - problem solvers are a rare and valuable breed for any organization. And that translates into increased rewards, security and opportunities.

Written by Andy Cox. President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

A Personal Tune Up To Multiply Your Success

I had a CEO tell me that she has never seen so much talent available. She has never had the opportunity to pick and choose from so many qualified candidates when making hiring decisions as she does now. Even if you're not looking for a job, with so much talent available, it's important to keep track of the image you present to others.

It's time to take a look at your Pace, Persona and Posture - three critical elements that say so much about you. Now's the time to take an inventory of these three elements of who you appear to be to other people - and to use that information to multiply your success.

Pace

When you want to be heard and seen as a busy, effective person, pick up the pace of your speaking. Talk faster. Slow talkers are perceived as people who have lots of time, who are relaxed and who are not as committed as people that are direct, to the point and speak with energy. Is that true? Of course not - but in a world where how you are perceived is at least as important as who you really are, it is a factor that requires attention. Check the pace of your speaking - record your phone calls, record a presentation, ask a trusted friend how you come across in conversation - and see if your pace of speech is working for you, or against you. And try an experiment. On a phone call, consciously increase the pace of your speech. Watch the person you are talking to do the same thing. Pace sets the tone - be in charge of your yours.

Persona

What you do speaks so loudly I can't hear what you are saying. Take a hard look at grooming, manners, personal habits, style of dress, and interpersonal skills. You may be the most motivated, well intentioned, energetic person in the world, but if the persona you project doesn't carry that message, the chances of getting an opportunity to show just how good and motivated and bright you are will not be granted. And someone with less of the attributes you possess, but with a more positive persona, will get what you want. It's not the way it should be, but it's the real world.

Posture

Nothing communicates energy and positiveness more than good posture. Nothing says "beat down" more than poor posture. So many of us spend a lot of time hunched over a computer, and the result is rounded shoulders, and stooped posture. And that's bad. Just think about how you judge someone who doesn't stand up straight, who slouches. It speaks low energy, careless, defeated. I had a trainer at a gym tell me to stand up straight. I didn't realize I had been slouching. I thought my posture was good. I stood up straight, against a wall, and gained an inch and a half in height. Amazing - but true. Slouching just kind of happens, but the result is a negative. How to fix this? Unless there is a physical problem, good posture can be regained. Stand straight, pull the glutes in, suck in and lift the abdomen, pull the shoulders back and down, and pull your chin in, not up. Go to http://www.coreperformance.com/ to get information on gaining core strength to ensure good posture. It's worth the effort.


In this highly competitive world, where more and more talent is competing for fewer jobs and resources, taking the time and effort to do a personal tune up is a big step to being able to sell all your other great qualities - the ones that can't be seen, and require acceptance on the appearance level before they can be demonstrated.

Start today.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Be A Problem Solver, and Multiply Your Success

Watching the circus in Congress and on the news shows is so depressing. I'm left with the impression that the most important thing is to put the finger on someone for whatever issue is served to the public by the Congress, or the Administration or the news media. The problem is that the blame behavior can be infectious. And it's a toxic behavior.

Have you ever been in any organization where a blamer was rewarded for pointing the finger and assigning blame? I haven't - and I hope I never will be. Blame is a behavior that stands in the way of problem solving and positive action to correct past problems. It can suck the air right out of a room, out of a meeting, out of a relationship. And the people practicing it often don't even see what they are doing - to themselves and to others. And they assume that everyone else is thinking the same as they are. They're wrong.

Given the world we live in right now, with all the negativity swirling around - it's time to really examine our behaviors, and work hard to be problem solvers. It's not easy, particularly when so many take the low road by blaming others, making sure they aren't blamed or by not being accountable for either their own actions or for actions to correct problems.

But rising above those negative behaviors to be a problem solver has its rewards. First, it's a top ten percent behavior. For someone who wants to multiply their success, being seen as a problem solver means being seen as a go - to person. It means being in control. Stuff happens, much of it beyond our reach. But how we choose to respond to stuff separates the successful from the not so successful. It creates the opportunity for accomplishment. How often have you seen a blamer given the opportunity to be a problem solver? Not too often - negative behavior pushes people and opportunities away.

Here are steps to take to be part of that top ten percent - the problem solvers.

1 - Avoid the blamers. They're easy to spot; they attract other blamers; and rarely provide effective input directed to solutions

2 - Be conscious of your own behavior. It's easy to pick up the habit of blame. Being in the top ten percent can be a real challenge in many ways. Blame is sneaky, its can be hard to identify, and it's everywhere - particularly in times of crisis.. In some organizations blame may seem to be the way to survive. If that's true, move on.

3 - Always start a discussion with two questions: "What is the problem?" and "What can be done to fix the problem?" Do that in a meeting and watch the majority of people disappear. But the ones left standing are the key to success.

4 - After action to fix the problem is defined and implemented, find out what caused the problem in the first place. Often the reasons are not nearly as superficial as the blamers would like them to be. That analysis can result in not making the same mistake over and over. It's amazing how often seemingly intelligent, rational people don't take that step - and end up back in the same situation.

5 - Seek out positive things to help deflect the constant barrage of bad news. Effective problem solving needs a positive climate to be most effective. Ben Settle, a top copywriter, has sworn off the news. He says he feels better, works better, has more energy and makes better decisions since he stopped watching the " if it bleeds. it leads" news. If the news is a big part of your life, look for the good stuff and the media that provide it.

6 - Read and listen to high quality sources of information and possible solutions. Help your rational mind overcome the very human tendency to act on emotions without analysis. Emotion and intuition enter into any problem solution - very rarely will all the pieces of a puzzle be presented before action has to be taken. By seeking out sources of rational thought and process, snap decisions based purely on emotion can be avoided. And the learning involved adds to the body of knowledge and accomplishment that is your greatest security.

Choosing to be a problem solver can be a challenge. But like any other challenge, the rewards are worth it. Inventory your own behavior to ensure the blamers haven't pulled you down - and if they have, choose to multiply your success by rising above them.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Our Greatest Source of Security

The only real source of security any of us have in this time of change and downsizing and merging and new business models and all the other stuff we see, read and hear – is what? The only real security any of us have comes from our own accomplishments. Top performers - the people who will prosper even in the toughest of times - believe that. For others it's a frightening thought – or a frustrating thought – or just plain not true.

Victims will ask “How can it be true if I work in a situation where I'm not recognized for what I do? “ “How can it be true if I work in a situation where nothing ever changes?” “How can it be true if I really don’t want to change? “

Well it is true – regardless of personal circumstances, and to ignore that fact is to put the future in jeopardy.

Let’s take the case of two new graduates, both hired at the same business, both given similar assignments.

Graduate A goes to work every day, does his job as it's assigned to him, meets the requirements of his job, gets married and starts a family. After work our graduate spends time golfing with his old buddies, socializing with his college friends, watching TV – and generally enjoying the fruits of his labor.

Graduate B goes to work every day, does the work he is assigned, meets the requirements of his job, and asks his boss if there are any things he can do to prepare himself for future assignments. He gets married, starts a family, He's also a golfer, and gets to know some other golfers that work for the same business, as well as some of the customers and suppliers for the the company. He playa golf weekly with these people, and socializes with his old friends and his wife’s friends on a regular basis. He takes his bosses advice, and takes company sponsored courses that provide him with knowledge in areas that he did not study in college. He sets goals at work and shares them with his boss – and negotiates them so they support the bosses requirements. When a goal is met, he shares that milestone with the people that contributed to it, and with his boss.

After two years, the business is sold, and the new owner, a multinational organization, moves the business to a new location, and terminates all the existing employees, including our two graduates.

Who do you bet on to come out of this setback in better shape? I'll bet on Graduate B, who, in venturing out of his comfort zone for knowledge, contacts, and accomplishments, put himself way ahead in the race to succeed – and to have security through his own accomplishments.

Accomplishments are available for everyone, but they need to be sought after – and the most important individual quality anyone can have is the ability and capacity to seek out and embrace change. Top performers don’t wait for change to be imposed – too often imposed change is change arising out of crisis.

A story from my own experience to illustrate that point: A company had a large immigrant workforce – from a number of different countries and cultures - and all were struggling with the language requirements of the work they were doing. They worked for a large aerospace company, and their jobs had high value – good pay, good benefits and excellent working conditions. The inability to communicate in English was a major stumbling block to getting ahead, or even surviving. The company offered English Second Language programs to all who were interested – even setting up classes on a split between company paid time and personal time. It was a voluntary program – and only 15% of the people who were eligible and who needed to improve their English skills signed up. And of the 15% who signed up, only 20% of that group successfully completed the course and gained a better competence in English. Two years later that company consolidated operations in another state during a downturn in the economy – and terminated all the existing employees. For the top few who had taken advantage of the English Second Language classes, new jobs were found in no time – many of them found new jobs before the business shut down. For the others who had passed up the opportunity to gain a critical skill, new jobs came at a slow pace.

So when do you start this process of acquiring accomplishments as the means to providing security in your life? The answer is – today! Regardless of where you currently find yourself in your life, now is the time to start – or to continue – or to change the direction of where you are going. And the single most important thing you can do today is to set your own goals and then act to see them come true – and then make new goals – and then act to see them come true. And then make new goals, and then make them come true. When you do that you create your own life of expectations – and not simply allow whatever happens to force change.

Taking the route of seeking personal accomplishment as the way to security puts you in the top 10% of all people.. When you do that you give yourself a tremendous competitive advantage in this time of change.

And if you've had a record of accomplishment in the past, now is not the time to rest on your laurels. Recent accomplishments have a higher value than older ones, and with the pace of change, what happened five years ago – or even a year ago – may have lost some value in the marketplace. It's like Satchel Paige, the famous baseball pitcher from the old Negro Leagues used to say “ Don't look back, they might be gaining on you.”

And don't dwell on lost opportunities for accomplishment – I guarantee there are opportunities available right now. If there is a bright side to today's economy and change, it's that identifying positive change and going for it is more important than it has been for some time. Take advantage of that fact to grow personally and professionally and avoid the status quo.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com; Blog http://multiplysuccess.blogspot.com

Copyright © 2009 All Rights Reserved